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My musing about life, work and trying to make the extraordinary happen ... and some of the things that get in the way. Placeholders of possibility, indicators of the inspirational, enablers of emergence, reflections on my realities ... you get the picture.

In supporting organisations in the development of Strategy, The Holos Group utilise Strategic Intentions as a foundation for establishing the key areas of focus (Key Result Areas) that underpin an organisation's strategy.

The purpose of developing a series of Strategic Intentions is to establish clear 'mini visions' for the (up to five) key imperatives that will underpin and inform the organisation strategic agenda for a specific Strategy Cycle.

The four aspects of a Strategic Intention include:

1) Focus/Purpose

The Focus/Purpose of a Strategic Intention is the 'why' of a specific strategic imperative. It describes what will have been accomplished for the specific strategic imperative once it is completed and why this is important to the organisation's future. It also identified the value that will be created for the organisation in implementing the specific Strategic Intention, and resulting experience of that value to the 'end user' (e.g., Stakeholder, Provider, Partner, Client, etc).

2) Success Indicators

Success Indicators define the 2-3 Primary (and any Secondary) Indicators that the Strategic Intention is 'Done'. It defines in tangible ways the end 'products' that will have been produced once the Strategic Intention is completed (note: Success Indicators identify what will have been completed, not how it will be completed).

3) Leading Progress Indicators

Developed to support the individuals and teams tasked with implementing the KRA (or KRAs) of a Strategic Intention to remain 'on track' in its implementation. Leading Progress Indicators track success likelihood. Of note is an appreciation that the LeadingProgress Indicators can be both tangible and intangible.

4) Key Strategic Tasks/Roles & Related Accountabilities

Key Strategic Tasks/Roles include the 3-4 'mission critical' tasks or roles required to implement the Strategic Intention successfully, plus the 2-3 underpinning Accountabilities for each Strategic Task/Role (note: Accountabilities are written 'in action' for example: Designing, Implementing, Creating, Monitoring, etc). Also note that an Accountability is not an individual, but a collection of tasks that any individual (or group of individuals) need to undertake in support of realising a Strategic Intention's purpose.

Dr. Richard Harmer | Play a Different Game

I'm an ideapreneur. I challenge current paradigms, create new possibilities, and realise different futures.

I am a prolific idea generator and I challenge the status-quo and make things happen. I am always looking for new and novel ideas and approaches to delivering business value and social impact.

The best way to describe how I do this is by sharing a simple model I have identified, which I call the Idea Map. The Idea Map uses two key idea generation principles:Different Thinking and Future Thinking.

Rated one of Australia's top 20 most inspiring entrepreneurs by entrepreneur blog site 'Profitialist'